Comprehensive Economic

Development Strategy 2017—2022

Update 2019

Prepared by:

Lake Cumberland Area

Development District, Inc.

Post Office Box 1570

Russell Springs, KY 42642

www.lcadd.com

SECTION I: Introduction 1

SECTION II: Public/Private Partnerships 2

SECTION III: Economic Analysis 3

A: Socioeconomic Background 3

Business And Industry 6

Industrial Parks 6

Tourism 7

Education 8

Workforce Development 9

Transportation 10

Infrastructure 11

Health Care 12

Technology 13

Environment 14

Agriculture 15

B: Other Planning Activities 16

C: Regional SWOT Analysis 16

D: Current/Ongoing Projects List 18

E: Regional Resiliency 23

SECTION V: Economic Clusters 24

SECTION VI: Action Plan 25

SECTION VII: Evaluation

Resolution of Adoption

32

33

TABLE OF CONTENTS

SECTION I: INTRODUCTION

The FY-2017 “Comprehensive Economic Development Plan” for the Lake Cum-

berland Area Development District serves as a road map for the development of the

region. The document takes a broad look at where we are today, and where we have

been, and then helps to lay out a path toward where we want to be in the next five or ten

years. While primarily an economic development tool, the CEDS is a comprehensive look

at the region, and provides strategies to improve all aspects of regional livability.

The CEDS is developed through a joint funding agreement with the Economic

Development Administration. The CEDS is rewritten every five years, with updates done

every year in between. The document serves all ten counties and fourteen municipalities

within the Lake Cumberland Area Development District.

Over the past five years, the United States has undergone a slow and steady

economic recovery following the massive job losses of 2008-2009. Unemployment fig-

ures have fallen below pre-recession levels, and businesses are expanding . Consumer

confidence levels are rising, and the nation’s economy appears to be solid.

Although the economy of the LCADD has strengthened and shows many signs of

stability, there are still apparent weaknesses. Unemployment levels, while mostly good,

are still high in a few locations. While much of the region’s economic wellbeing is de-

pendent on the national economy, the fate of the region lies in the hands of its people.

Careful planning on both the local and regional levels must be undertaken in order not

only to assist in the recovery, but also to mold the shape of the recovery.

SECTION II: PUBLIC/PRIVATE PARTNERSHIPS

ORGANIZATION AND MANAGEMENT:

The Lake Cumberland Area Development District (LCADD) is comprised of ten counties in south central Kentucky containing fourteen municipalities. The

LCADD is a local planning district created by Kentucky Revised Statute, Chapters

147A.050-147A. The board of directors is made up of local elected officials from

each local government and citizen members from throughout the region. A list-

ing of the Lake Cumberland ADD Board of Directors can be found at http://

www.lcadd.org/lcadd-board.

The ADD houses several boards and committees that have been estab-

lished to address specific issues or to meet programmatic requirements. These

committees and boards exist and operate under the direction of the overall board

of directors. Each of these committees and boards are utilized to provide input to

the strategic planning process with respect to their assigned responsibility and

areas of expertise. Through this process and organization, the LCADD Board of

Directors serves as the Comprehensive Economic Development Committee for the

region.

The LCADD employs a professional staff providing a diverse base of expe-

rience and expertise. Staff currently totals approximately 100 persons, including

one APA Certified Planner. It is through this board structure and professional staff

that needs and opportunities are identified, ideas cultivated, and resources applied

to achieve the goals of the region.

In developing the CEDS, staff worked with local communities to review the document, and develop strategies for the region. These recommendations

were then presented to the LCADD Board of Directors for approval in its role as

the overall Comprehensive Economic Development Committee for the region.

SECTION III: ECONOMIC ANALYSIS

The Lake Cumberland Area Development District is made up of ten counties located in

south central Kentucky. Member counties include: Adair, Casey, Clinton, Cumberland, Green, McCreary, Pulaski, Russell, Taylor, and Wayne. W h i l e t here are fourteen incorporated cities

within the region, the vast majority or the population is located outside the city limits..

A: SOCIOECONOMIC BACKGROUND

Table 3.1 depicts the Lake Cumberland ADD’s population trends over the last 70 years.

As can be seen, Pulaski is by far the largest county, holding roughly 30% of the region’s popula-

tion. Conversely, Cumberland County remains the smallest, with just over 3% of the LCADD pop-

ulation. In the case of all counties except Cumberland and Green, 2010 populations have in-

creased over 2000 levels.

One interesting aspect concerning county population levels is the fluctuation experi-

enced over the decades. In most of the counties, populations were fairly high during the 1940’s.

From there, levels begin to decreases rapidly up until the 1970’s and 1980’s, where the trend

reversed. The most likely cause of this phenomenon relates to industrialization. In the 1940’s,

50’s, and 60’s, there was little industrialization within the Lake Cumberland region. Persons

looking for employment tended to look outside the area, and more frequently, outside the state

for a job. With the 1970’s and 80’s came industry and jobs to the area. This led to a lower out

migration rate, and a growing in migration rate.

The median age of persons living in the Lake Cumberland region has increased signifi-cantly over the past two decades. As seen in Table 3.2, the LCADD median age rose from 35.0 in

1990, to 40.7 in 2010. In every county, the median age has increased by at least four years or

more. These numbers can be partially attributed to the increase in the human life span, and a

decrease in child birth. Another factor in these numbers is the increasing number of retirees

moving away from the cities, and into the more rural areas. Both the areas around the region’s

lakes and the more remote farmlands are becoming increasingly popular as retirement centers.

The aging of the population does pose some future problems for the area. With more

and more seniors in the area, greater levels of service are needed in the health care and the

senior care services sectors. Secondly, while seniors are working longer, and living fuller lives

than ever before, an older population tends to lead to a smaller tax base for local communities.

This could lead to a larger strain on government services that may be already operating on shoe-

string budgets.

COUNTY 1940 1950 1960 1970 1980 1990 2000 2010

Adair 18,566 17,603 14,699 13,037 15,233 15,260 17,244 18,656

Casey 19,962 17,746 14,327 12,930 14,818 14,211 15,447 15,955

Clinton 10,279 10,605 8,886 8,174 9,321 9,135 9,634 10,272

Cumberland 11,923 9,309 7,835 6,850 7,289 6,784 7,147 6,856

Green 12,321 11,261 11,249 10,350 11,043 10,371 11,518 11,258

McCreary 16,451 16,660 12,463 12,548 15,634 15,603 17,080 18,306

Pulaski 39,863 38,452 34,403 35,234 45,803 49,489 56,217 63,063

Russell 13,165 13,717 11,076 10,542 13,708 14,716 16,315 17,565

Taylor 13,566 14,403 16,285 17,138 21,178 21,146 22,927 24,512

Wayne 17,204 16,475 14,700 14,268 17,022 17,468 19,923 20,813

LCADD 173,290 166,231 145,923 141,071 171,049 174,283 193,452 207,256

3.1: LCADD HISTORICAL POPULATION BY COUNTY 1940-2010

COUNTY 1990 2000 2010

Adair 34.9 36.9 39.0

Casey 35.1 37.8 40.6

Clinton 35.5 39.0 41.6

Cumberland 37.1 40.1 43.8

Green 37.4 40.0 42.6

McCreary 30.8 34.2 37.9

Pulaski 35.2 38.5 41.1

Russell 36.1 39.9 42.2

Taylor 34.6 38.1 39.4

Wayne 33.9 36.6 41.1

LCADD 35.0 38.1 40.7

3.2: LCADD MEDIAN AGE CHARACTERISTICS

BY COUNTY, 1990-2010

NOTE: Data for tables 3.1 and 3.2 from the U.S. Census of Population and Housing, 1940-,2010

Table 3.3 depicts a breakdown by race for each county, the dis-

trict, and the state as a whole. The data reveals that whites now make up

roughly 94.1% of all persons in the district, with blacks comprising only

about 2.1%. As with the previous decade, the Hispanic population for the

ten counties nearly tripled between 2000 and 2010. These massive in-

creases in the Hispanic population reflect a nationwide trend of in-

migration. .

The unemployment figures displayed in Table 3.4 show a steady

decline for both the LCADD, and the State of Kentucky between 2009 and

2017. Unemployment rates dropped from approximately 11% to around

5% in just 8 years. With most economists defining full employment at

around 5% to 6%, the region appears to be in a good position.

When broken down to the county level, the unemployment data is

not quite as positive. Clinton, Russell and Wayne County all saw increases

in unemployment, with all three of these counties having rates between

7.5% and 8.5%. The remaining counties all saw decreases, or held

steady over the last year.

COUNTY 2000 2010 2000 2010 2000 2010 2000 2010

Adair 96.7% 94.1% 2.8% 2.7% 0.7% 1.3% 0.6% 1.7%

Casey 99.0% 96.1% 0.4% 0.5% 0.7% 1.4% 2.1% 2.4%

Clinton 99.4% 96.0% 0.1% 0.4% 0.5% 1.7% 1.6% 2.2%

Cumberland 96.1% 94.9% 3.9% 2.6% 0.4% 0.7% 0.2% 0.9%

Green 96.8% 95.0% 2.8% 2.0% 0.5% 1.0% 0.4% 1.4%

McCreary 98.7% 90.4% 0.7% 5.3% 0.6% 1.6% 0.9% 2.1%

Pulaski 98.1% 95.1% 1.2% 1.1% 0.8% 1.6% 0.4% 2.1%

Russell 98.8% 94.9% 0.7% 0.4% 0.5% 2.1% 0.8% 3.3%

Taylor 94.2% 91.1% 5.4% 4.9% 0.6% 1.5% 1.2% 1.8%

Wayne 97.7% 94.1% 1.7% 1.5% 0.8% 2.2% 1.6% 2.9%

LCADD 97.6% 94.1% 1.9% 2.1% 0.7% 1.6% 0.9% 2.2%

Kentucky 91.0% 86.3% 7.7% 7.7% 1.5% 2.7% 1.4% 3.1%

3:3 LCADD POPULATION BY RACE 2000-2010

Whites Blacks Other Races Hispanic 6.

30%

4.60

%

7.00

%

4.90

%

4.20

%

7.50

%

5.20

%

7.80

%

5.00

%

7.20

%

5.90

%

4.30

%

7.40

%

4.80

%

4.30

%

6.50

%

5.20

%

8.20

%

4.50

%

7.90

%

3.5: LCADD Unemployment By County

May 2016-May 2017

May '16 May '17

11.5 11.5 11.19.6 9.6

8.16.6

5.7 5.7

10.6 10 9.48 8.1

6.75.3 4.9 4.7

2009 2010 2011 2012 2013 2014 2015 2016 2017

3.4: LCADD Unemployment Rate

2009-2017

LCADD Kentucky

NOTE: Data for table 3.3, from the U.S. Census of Population and Housing, 2000, 2010.

Tables 3.4 and 3.5 from Labor Market Statistics, Local Area Unemployment

Tables 3.6 and 3.7 provide a brief glimpse into the economic

wellbeing of the region’s population. As of 2000, the poverty rates have

dropped in every LCADD county every decade since 1970. This has since

reversed in several counties due to the recession and painfully slow

recovery.

Decreases are especially notable in Wayne and Russell Coun-

ty, where poverty rates dropped a staggering 30% in 30 years. While

McCreary County still has a poverty rate of over 35%, it’s still a vast

improvement over 1970, when half its residents lived in poverty. While

the LCADD has made great strides in eliminating poverty in the region,

there is still a long way to go.

The median family income values listed in Table 3.7 have all

been adjusted to reflect dollar values for the year 2000. In every

case, these income levels rose in every county between 1970 and

2000, even after inflation was taken into account. Income values

range from a regional high of $47,582 in Green County, to a low of

$26,421 in McCreary County. In all cases, the Lake Cumberland ADD

counties fall well below State median family income levels of $52,046.

For more detailed economic and demographic statistics on

your community, the Kentucky Economic Development Cabinet pro-

vides detailed community profiles. These can be viewed by clicking on

the below links:

ADAIR CASEY

CLINTON CUMBERLAND

GREEN MCCREARY

PULASKI RUSSELL

TAYLOR WAYNE

COUNTY 1970 1980 1990 2000 2010

Adair 41.0 28.0 25.0 24.0 21.3

Casey 41.0 36.0 29.0 25.5 28.2

Clinton 49 39 38 25.8 29.1

Cumberland 39.0 30.0 32.0 23.8 26.6

Green 26.0 24.0 22.0 18.4 18.0

McCreary 51.0 40.0 46.0 32.2 35.2

Pulaski 39.0 22.0 23.0 19.1 21.1

Russell 55.0 32.0 26.0 24.3 24.2

Taylor 29.0 18.0 20.0 17.5 22.8

Wayne 63.0 38.0 37.0 29.4 26.7

LCADD 39.0 29.0 32.0 22.5 24.3

Kentucky N/A 21.0 17.0 15.8 17.7

3.6: POVERTY RATES BY COUNTY 1970-2010

COUNTY 1970 1980 1990 2000 2010

Adair 20,242 20,691 26, 615 29,779 40,427

Casey 22,200 22,363 23,992 27,044 35,949

Clinton 17,760 16,511 19,304 25,919 28,187

Cumberland 18,648 17,347 21,231 28,701 33,470

Green 26,640 28,006 30,464 31,852 47,582

McCreary 15,096 14,212 16,134 22,261 26,421

Pulaski 23,532 23,826 28,765 32,350 42,117

Russell 20,868 20,691 27,708 27,803 40,507

Taylor 29,304 30,096 34,204 33,854 44,064

Wayne 15,096 14,421 21,076 24,869 31,305

Kentucky 33,038 39,045 35,677 40,939 52,046

3.7: MEDIAN FAMILY INCOME BY COUNTY 1970-2000

NOTE: Data for tables 3.6 and 3.7 from the U.S. Census of Population and Hous

ing, 1970, 1980, 1990, 2000, 2010

BUSINESS AND INDUSTRY

Up until the early 1990’s, the industrial base of the Lake Cum-

berland region was very limited in its diversity. Textile production

was king, with lumber and natural resource extraction having a

major employment role.

With the passing of the North American Free Trade Agree-

ment (NAFTA), the Lake Cumberland ADD experienced a mass exo-

dus of textile jobs, and a heavily weakened industrial sector. While

initially devastating to the region, this job loss helped to pave the

way for a stronger, more diverse economy with many more skilled,

higher paying jobs. Textiles have been replaced with automotive

parts, farm machinery, data systems, and an array or other indus-

tries.

INDUSTRIAL PARKS

The last 20 years has seen a dramatic increase in the number

of formal industrial parks within the Lake Cumberland area. These

newer parks tend to be designed with the needs of industry in mind,

and not just thrown together haphazardly. Adequate power, roadways,

and utilities are typically designed into the planning phase, and not as

afterthoughts.

Currently there are 21 industrial parks, and several more indus-

trial sites in the Lake Cumberland ADD. One of the newest, the Somerset

Rail Park offers a multimodal alternative to today’s ever changing indus-

trial needs.

TOURISM

Tourism has become one of the most successful cluster economies in

the Lake Cumberland region. Tourism, to varying extents, affects all of the

counties in the Lake Cumberland ADD. The largest beneficiaries of tourism tend

to be the counties surrounding Lake Cumberland, Green River Lake, and Dale

Hollow. These include Pulaski, Russell, Wayne, Clinton, Cumberland, Adair and

Taylor. Of these, Pulaski County reaps the largest revenue, at over $121 million

per year as of 2014. Russell and Taylor both come in with approximately $50

million annually. Vacationers and recreational enthusiasts come from all over

the state, as well as Ohio, Indiana, and other states to take advantage of the

region’s many lake-based facilities.

While not benefiting from lake access, other counties in the region

have found other ways to develop their own tourism niche. McCreary County is

blessed to have the Big South Fork Recreational Area, the Daniel Boone National

Forest, and Cumberland Falls within its boundaries. Scenic wonders abound

throughout the county, including Natural Arch, Blue Herron, and Yahoo Falls.

Because of this, 2010 tourism expenditures in the county totaled over $6.5 mil-

lion.

Casey County has historically had little of interest to draw tourists into

the county. The Amish and Mennonite communities, as well at the annual Apple

Festival, bring in a few tourists, but only generated $7 million in the year 2014.

To improve its tourism potential, Casey County has recently developed the Ca-sey County Ag/Expo Center. Focusing primarily on agriculture and equestrian

events, the venue draws on the agri-tourism consumer.

While not having a major attraction to draw tourists, Green County has

directed its focus on more niche attractions. The county ‘s abundance of genea-

logical material, and the oldest Courthouse west of the Alleghenies, have made

Green County a destination for the history minded tourist, The City of Greens-

burg’s Green River Paddle Trail is rapidly becoming a draw for the recreational and environmental tourist. By better utilization of existing resources, Green

County now receives nearly $4 million in tourism revenue.

COUNTY 2005 2010 2014

Adair 8.57 9.93 11.14

Casey 5.36 6.49 7.29

Clinton 8.12 9.43 10.28

Cumberland 5.25 7.61 8.29

Green 2.92 3.58 3.83

McCreary 4.64 6.56 7.36

Pulaski 83.75 111.13 121.72

Russell 32.89 43.97 46.68

Taylor 35.38 49.09 55.06

Wayne 27.83 30.29 33.09

3.8: Lake Cumberland ADD Tourism Expenditures

By County 2005-2014 (In Millions)

SOURCE: 2010 and 2015 Economic Impact of Southern and Eastern Kentucky’s Tourism and Travel Industry Report

EDUCATION:

The educational system in the Lake Cumber-land Region has made dramatic strides forward over the last few decades. As can be seen in Table 3.9, the percentage of persons with a college and/or high school education has significantly increased

between 1990 and 2010. In 1990, only 54% of all adults in the Lake Cumberland area had a high school education. By 2010, this number had risen to over 71%, a 17% increase. The percent of the popu-lation with a college education increased by nearly two and a half times over the same period. Even with these advances, the ADD is still lagging behind

the state averages in education.

While the data is positive for both college and high school graduation rates, there is also some troubling news. According to 2010 Census numbers, the percentage of persons in Clinton County with a college degree has actually decreased by 1.6 per-

centage points over the last decade. Compared to significant increases in all other counties, this de-

crease does show some cause for alarm.

COUNTY 1990 2000 2010 1990 2010 2000

Adair 46 60 69 7 19 15

Casey 43 57 66 7 14 10

Clinton 44 54 58 7 10 12

Cumberland 40 56 71 6 14 10

Green 49 61 73 7 18 12

McCreary 40 53 65 5 13 10

Pulaski 56 66 76 9 22 15

Russell 50 62 72 6 21 14

Taylor 57 68 74 10 19 17

Wayne 45 58 67 6 13 10

LCADD 54 61 71 8 18 14

Kentucky 65 74 81 14 20 22

Percentage High School Graduates Percentage College Graduates

3.9: LCADD EDUCATIONAL ATTAINMENT 1990-2010

SOURCE: U.S. Census Bureau, 1990, 2000, 2010

WORKFORCE DEVELOPMENT

The Workforce Development Department is tasked to administer the Workforce Innovation and Opportunities Act (WIOA) which represents a strong net-work of interlinked programs designed to provide wide choices to individuals seeking new opportunities and valuable information. It is a chance for us to take advantage of today’s opportunities for success and invest them in the workforce of tomorrow. As fiscal agent and the administrative entity for workforce activi-ties in the Cumberlands Workforce Development Area, the LCADD and staff have

had the challenge of implementing the WIOA by developing the objectives, strate-gies and designing a customer focused, comprehensive delivery system to make significant changes in the way we deliver education, training and employment services to respond to the needs of businesses, individuals and communities. The emphasis of the Cumberlands Workforce Development Area is finding employ-ment with your present skills, education and abilities through core services at the

One Stop Career Centers.

The Cumberlands Workforce Development Board has established an individ-ual training account system (ITA) along with qualified training providers through a

Request for Information process and maintains a vendor list for adult and dislo-cated workers to use. These programs are designed for customers that are unem-ployed, making low wages or unskilled to find a self-sufficient paying job. The Cumberlands WIOA is also responsible for the training portion of the Trade Ad-justment Assistance program (TAA) that helps trade-affected workers who have lost their jobs as a result of increased imports or shifts in production out of the United States. The Cumberlands WIOA continues to offer On the Job Training

and Incumbent Worker training to assist businesses in training employees. This allows employed workers to upgrade skills necessary to retain employment or help an individual business with training for new technology. The Cumberlands Workforce Development Board with recommendations from the Youth Council contracted with local agencies to provide WIOA youth services to in-school and

out of school youth ages 16 to 21.

TRANSPORTATION

The transportation system in the Lake Cumberland ADD has been vastly im-

proved over the past few decades. While still lagging behind many portions of the state,

and the nation, the regions’ transportation network is slowly coming into its own.

HIGHWAYS

The Lake Cumberland highway network is comprised of roughly 2,429 miles of

state maintained roadway, 4,694 miles of county maintained roadway, and 369 miles of

city streets. The primary roadways in the region include US 27, US 127, and KY 61 cross-

ing south to north, and the Louis B. Nunn Cumberland Parkway, KY 80, and KY 90 crossing

west to east. While there are no interstates within the area, I 65 is accessible in the west

via the LBN Cumberland Parkway, and I 75 is accessible in the east via KY 80 and KY 461.

The Lake Cumberland Regional Transportation Committee works closely with

the Kentucky Transportation Cabinet to set funding priorities for local and regional high-

way projects. The majority of these projects deal with major corridor improvements

that either tie the region together, or tie the region to major economic centers.

The proposed I 66 interstate facility, and the Heartland Parkway are two of the

region’s most vital construction needs. I 66 was conceived as a cross country interstate

facility that would tie the east coast to the west. However, preliminary cost benefit analy-

sis of the project yielded poor results nationally, and the dream has really only taken root

in Kentucky. The aim of the State is to have an interstate route that crosses Kentucky’s

southern counties, helping to boost economic development in the traditionally poorer are-

as. The Heartland Parkway is designed as a north-south corridor connecting the Louie B.

Nunn Cumberland Parkway in the south to the Martha Lane Collins Bluegrass Parkway in

the north. This particular project would serve to better link the region to both the Lexing-

ton and the Louisville metropolitan areas, as well as I 65, I 64, and I 75.

AIR TRANSPORTATION

There are currently eight general aviation air facilities within the Lake Cumber-

land ADD. These facilities are generally small in nature, and used for private craft, as

well as small corporate jets. Although there are currently no commercial passenger

facilities in the region, the Somerset-Pulaski County Airport did provide commercial

flights for a brief period. Restoring this service could be a great asset to the economic

development potential of the region.

RAIL TRANSPORTATION

The Lake Cumberland ADD only has rail service in the eastern part of the dis-

trict. The CSX-Norfolk Southern Railroad passes through both McCreary and Pulaski Counties, with depot facilities in Somerset. The railway roughly parallels the US 27 cor-

ridor. McCreary County is also served, in small part, by the Kentucky and Tennessee

Railroad. The region’s rail facilities are freight transportation only, and offer no pas-

senger services.

ELECTRICITY

Electric service in the Lake Cumberland ADD is provided primarily by

four companies, with two others skirting the fringes of the district. These pro-

viders provide to both residential customers, as well as business and industry.

Electric power is generated in the region by the coal-fired John Sherman

Cooper Station in Burnside, KY, and by Wolf Creek Dam in southern Russell Coun-

ty.

TELEPHONE/BROADBAND

Telephone service in the Lake Cumberland area is provided by one

major carrier, and three local cooperatives. These companies also provide dial

-up and broadband internet services to much of the region. In areas where

broadband has not yet become available, wireless broadband carriers are help-ing to fill the void. This is especially true in Wayne County, where the city of

Monticello has created its own broadband service to meet an unmet need.

INFRASTRUCTURE

PUBLIC WATER

The Lake Cumberland Area Development District is served by twenty-one

public water utilities. Of these, thirteen are municipal systems, and eight are ei-

ther water districts or associations.

At the present time, over 95% of all households in the region have access

to public water. The region is also home to a large water supply and excess

treatment capacity for future growth. As local water systems near maximum cov-

erage, future needs are shifting away from system expansion, and toward replac-

ing aging infrastructure and eliminating system inadequacies.

PUBLIC WASTEWATER

At the current time, there are thirteen wastewater utilities serving the Lake

Cumberland ADD. Of these, eleven are municipal, and two are sanitation districts.

Unlike with water service, sewer services in the region tend to operate within or around corporate boundaries. Current estimates show that approximately 23% of

all area households have access to public wastewater treatment, with the majority

of households treat waste with privately owned on-site facilities. Much of the re-

gion’s sewer collection lines are older clay pipes construction, and are rapidly aging

and deteriorating. Substantial investment in maintenance and replacement is need-

ed to preserve the existing network.

NATURAL GAS

Natural gas service is available to residential and industrial customers

throughout the Lake Cumberland ADD. Service is primarily available in the cities,

and surrounding areas, but is also available throughout some counties. Proposed

service expansions would greatly benefit the region’s residents, and offer greater

HEALTHCARE

The Lake Cumberland area has a vast array of medical resources available to the community. With the exception of McCreary County, local hospitals are available in every

county and offer standard heath care services. In addition, Lake Cumberland Regional

Hospital in Somerset, and Taylor County Regional Hospital in Campbellsville offer expanded

services including a trauma center, child birth, and other advanced treatments.

Somerset is also home to a Veterans Clinic, which is a branch of the Lexington VA

Medical Center. The addition of this clinic has greatly reduced travel times and increased

convenience for local veterans seeking medical assistance.

The Lake Cumberland Area Development District is the Area Agency on Aging

(AAA), and offers a variety of health care and in home services to the senior population of

the region. The agency also manages the Person Directed Services (PDS) program, which is a Medicaid waiver program designed to give eligible Medicaid recipients needed ser-

vices to remain in their homes.

The Lake Cumberland District Health Department is located in Somerset, KY, with

offices in each of the ADD’s ten counties. The health department offers a wide variety of

health services for persons of all ages, as well as several preventive care programs. The

Lake Cumberland District Health Department is also the region’s permitting and inspection

agency for residential septic systems, and is responsible for citing violations.

Perhaps the largest threat to the region’s health is the rampant opioid and drug

epidemic currently ravaging the area. Illegal and prescription drug use is taking a heavy

toll on the region, leading to many deaths, strained emergency services, and a drain on the

economy, as businesses can not find employees capable of passing a drug test. President

Trump recently declared the opioid crisis as a national emergency, though concrete solu-tions for the problem have yet to emerge at the present time. Finding a solution to this

epidemic is a must if the Lake Cumberland area, is to have a vibrant future.

TECHNOLOGY

In today’s global economy, new technology has become just as essential to busi-

ness and industry as transportation and workforce. For the region’s smaller communities, the ability to keep pace with changing technology is of paramount importance for recruit-

ing new business. A community that fails to embrace technology will surely be left behind.

However, those that properly use technology may be able to overcome other shortfalls

that might not have been possible in the past. The Lake Cumberland ADD has actively been

involved in several projects throughout the region to strengthen the area’s technological

infrastructure.

High Growth Training Center

Development of the Kentucky Regional High Growth Training Center (KRHGTC) is a

prime example of what collaboration between governmental entities and private sector

organizations can do to bring high-impact projects to reality. Partners include the Pu-

laski County Fiscal Court, City of Somerset, Somerset Pulaski County Development Foun-

dation, Somerset Community College, South Kentucky Rural Electric Cooperative Corpora-

tion, Lake Cumberland Area Development District, including its Economic Development

Department and Workforce Investment Program (Cumberlands Workforce Investment

Area), and Kentucky rural electric cooperative associations and other utility providers

from throughout the region.

The Kentucky Regional High Growth Training Center was born from a growing need

to replace an aging, skilled lineman workforce. The project consists of the construction of a state of the art lineman training facility, as well as a core training curriculum. Basic and

advanced utility lineman training is provided.

Five basic lineman training sessions are provided each year with a potential

class size of twenty-five. Two advance lineman training sessions are provided each year

with a typical class size of nine. Classes began in the autumn of 2008. Students are ready to be productive immediately upon entering the workforce. Companies save both time and costs consumed by on-the-job training when they hire a graduate of the pro-

gram. Safety, a component of the training, is enhanced as well.

Broadband

The availability of broadband internet has become very important in

shaping a community’s ability to attract new business and industry. Cover-

age rates vary within the counties of the LCADD region. Larger internet pro-

viders such as Windstream tend to focus on more populated areas where

there’s more bang for the buck, leaving the rural areas underserved. Local

telephone cooperative Duo-County, which covers most of Russell, Adair, and

Cumberland County, has begun running fiber optic line, and offering much

greater bandwidth to its customers. In order to help increase access to

broadband in the region, the Lake Cumberland ADD is working with various

state and local entities including Connect Kentucky and KentuckyWired, as

well as working directly with the City of Monticello on a broadband expansion

project.

ENVIRONMENT

The Lake Cumberland ADD lies in southcentral Kentucky, and serves as a tran-sition point for eastern and western Kentucky. The terrain ranges from the more moun-

tainous, rocky conditions in the southeast counties, to the rolling hills and flatlands of

the northwest. The vast majority of land is either farmland, or forested, with develop-

ment focused largely around cities, and along certain major traffic corridors.

As the regions name suggests, the area is typified by several lakes and water-

ways. The region is centered around Lake Cumberland, with Green River Lake in the

north, and Dale Hollow Lake south along the Tennessee Border. The area also is home to

the Green River, the Cumberland River, and the scenic Rockcastle River. The area’s

waterways not only provide ample water resources and recreational opportunities, but

also host an abundance of fish and wildlife.

The climate of the Lake Cumberland region is characterized by warm summers

and generally mild winters. Summer temperatures typically are around the mid-80’s to

mid-90’s, with drought conditions occurring ever few years. Winters are generally mild

with rain and light snow, though one and two foot snows occur in rare occasions.

As mentioned previously, the area is highly forested. This is most true in

McCreary County, where a majority of the county is covered by the Daniel Boone Nation-

al Forest, and the Big South Fork Recreation area. The abundance of forested land has given rise to a growing enviro-tourism industry, as well as sustained a long established

wood products industry.

While not as agrarian as in decades past, the Lake Cumberland region is deeply

rooted in the agriculture sector. The region, especially in the north and west, is littered

with small family farms, producing a wide variety of crops and livestock.

AGRICULTURE

Agriculture still plays a vital role in the economy of the region, contributing millions of

dollars from the production of crops and livestock. While direct employment in the sector is

small, secondary linkages produce hundreds of jobs in the region. As part of a statewide initiative

to capitalize upon the numerous agricultural linkages and opportunities for economic growth a

program called KADIS has been developed. KADIS is a partnership between the KY Dept. of Agri-

culture, the Governor’s Office of Agriculture Policy, the US Economic Development Administration,

and the Area Development Districts. It seeks to promote and develop greater linkages among the

many farmers, businesses, agencies, institutions, and individuals who collectively play a part in

the agri-economy. The project has resulted in an inclusive geographic database of agricultural

resources, information and assets across the Commonwealth of Kentucky. It can be found

at: http://kadisonline.org

This web-based GIS driven system will create an emphasis on linkages and integration

towards future planning and projects that affect the agriculture economy. It is anticipated that

the information will become a collaborative dataset available to a wide range of users to enhance

development of locally produced and sold agricultural and related products.

Some of the datasets in KADIS include:

Sites/buildings suitable for agricultural businesses and industry

Soils data

Existing agri-businesses and facilities

Disaster prone facilities, crop loss data, etc. Agricultural friendly land use regulations

Kentucky Proud facilities, farmers markets, organic products, etc.

Bio-energy resources/produce and local food resources

Distribution/aggregation facilities

Livestock resources

Land uses including prime farmland, environmentally sensitive and protected areas,

etc.

Workforce development/technical training resources and programs

Crop production information

Transportation resources (rail, ports, etc.)

Linkages to other resources such as water, sewer, etc.

Additional Agricultural production information for the region can be obtained from the USDA Census

of Agriculture found here:

http://www.agcensus.usda.gov

B. OTHER PLANNING ACTIVITIES

In creating this CEDS document, several other regional and local planning documents

for the region were taken into consideration. The following list of planning documents has

been consulted in this review:

LCADD Regional Transportation Asset Inventory

Kentucky’s FY 2016—2022 Highway Plan

Kentucky Water Management Plan 2015

Kentucky Wastewater Management Plan 2015

Regional Emergency Water Supply Interconnection Plan

Lake Cumberland Hazard Mitigation Plan

Local Comprehensive Plans

Lake Cumberland Area Plan on Aging

Cumberlands Workforce Development Area Strategic Plan 2017-2020

Local Planning and Zoning

Local Solid Waste Management Plans

C: REGIONAL SWOT ANALYSIS

In order to better determine local and regional needs and goals, a SWOT Analysis

was conducted over a month long period. Staff met with various groups from around the

region to ascertain the region’s Strengths, Weaknesses, Opportunities, and Threats. Some

of those groups surveyed include the following:

Regional Water/Wastewater Management Council

Regional Transportation Committee

Regional Workforce development Board

Area Council on Aging

Elected Officials

Private Citizens

The meetings resulted in a wealth of information which helped to steer the direc-

tion of the CEDS. Results of these meetings are included in the SWOT Analysis on the next

page.

STRENGTHS

Educational System/Post-Secondary Educational System

Quality Elementary Schools

Smaller Teacher/Student Ratio

Available Workforce

Local Entrepreneurs

Water Supply Sources

Reasonable Water/Sewer/Utility Rates

Road System

Local Airports

Public Transportation – RTEC

Our Central Location in the state

Close access to interstates and parkways

Regional Hospitals/Local Hospitals/Health Care

Lake Cumberland Area Development District

Progressive Political System

Local Communities working together

Faith Based Population

Caring People willing to help others

Philanthropic/Charitable Organizations

County Library System

Security and Emergency Services

Lower Crime Rate

Center for Rural Development

Recycling Programs

Modest Cost of Living

Affordable Housing

Local Wellness Centers

Recreational Opportunities

Area Lakes and Waterways

State Parks/Local Parks/Recreational Parks

WEAKNESSES

Low Wages

Few Trained/Skilled Workers

Depressed Area

Drug Problems affecting the Workforce

Lack of Industry

Youth leaving area to find employment

Lack of Development

Low High School/GED Graduate Population

Lack of a Good Work Ethic in the Workforce

Lack of Jobs

Lack of Soft Skills in the Workforce

Low Wages

Lack of Restaurants and Hotels

Underutilized Lake Development/Tourism

Boat Ramps

Corps of Engineers Fees and Regulations

Lack of Utility Services

Limited Connectivity to Interstate Highways/Parkways

Lack of Public Transportation

Lack of Railroads and Airports

Lack of access to High Speed Internet

No access to free Wi-Fi

Lack of Property Maintenance

Lack of County Zoning Ordinance

Lack of Walking and Bike Trails

High Welfare Participation

Government Benefits equaling approximately $13.85 per hour

Poor Communication on Services offered

Lack of Entertainment

Over Crowded Prisons/Jails

OPPORTUNITIES

Investment in Vocational Schools

Small Business Opportunities/Start Ups

Apprenticeship Opportunities

Attract Higher Paying Industries

Provide a Living Wage

Growth

Cruise Boat on Lake Cumberland

Promote Lake Tourism

Attract Hotels/Resorts/Tourism

Availability of Land for Development

Promote/Develop Industrial Sites

Industrial Site Readiness/Infrastructure

Ample Water Supply for Industry

Cheaper Utility Costs, Water, Sewer, Electric

KY Connect Broadband

New Roads and Improved Connectivity

Cost of Land Per Acre

Low Cost of Living Especially for Retirees

Second Chance Opportunities for Drug Offenders

Dry vs Wet Communities

Quality of Life

Retirement Opportunities

Regional Partnership Agreements between Cities and Counties

Reduce Duplication of Services

Funding More Scholarships

Mentoring Programs

Promote Leader in Me Program in schools

THREATS

Low Wages

Uneducated Workforce

No Work Ethic of New/Younger Employees

Aging Population/Workforce

Lack of Technical Skills in the Workforce

Employers Leaving because of Workforce

Automation Replacing Workers

Repeal of the Davis/Bacon Act for state prevailing wage

Declining Agriculture and availability of Farm

Corp. of Engineer Fees

Deteriorating Roads

Infrastructure Rehab/Maintenance

Lack of Infrastructure out in the County

Lack of Industry Diversity

Aging Electrical/Water/Sewer network

Decline in Population

No Fear of Jail or Prison

Legislators not wanting to punish anyone for crimes/drugs

Losing Hospitals in Small Communities

Loss or Reduction in Social Services

Youth moving away

Rampant Drug Problem

Rising Cost of Tuition

Entitlements

Apathy-Just don’t care attitude

Community Leaders not wanting area to grow

Bad Weather-Rain/Hail/Tornadoes/Drought

Property Loss due to Weather

Rising Health Care Costs

College Debt

Earning College Degrees that are not in demand

Regional SWOT Analysis

D: CURRENT/ONGOING PROJECTS LIST

GRPA Data Collection Form

The Community and Economic Development Division provides project planning, technical assistance, financial

packaging, grant application preparation and administrative services to all units of local government within the

ten county area. Additionally, these services are available to non-profit organizations within the area and

private, for profit businesses with plans to locate or expand, creating jobs and investing private capital.

Staff continues to administer the following on-going projects which are in various stages of implementation.

Adair County:

Adair County School System – Collaborating Across Regions – Healthcare Hub

Work Ready Skills Initiative (WRSI) $238,000

School $ 39,931

Non-Cash Match $ 1,450

Total $279,381

WRSI negotiated grant down to $238,000. School picked up shortage. Originally applied for $264,425 from

WRSI

Columbia Feasibility Study and Workforce Analysis

USDA RBDG $40,000

Local $ 5,000

Total $45,000

Clinton County:

Albany Fire Hydrant Replacement Project

CDBG-Self-Help #17-012 $120,000

Local 10,000

Total $130,000

Cumberland County:

Cumberland County Southern Distillery Equipment Purchase

CDBG #17-056 $250,000

Company 500,000

Total $750,000

Green County:

Green County American Legion Park Concession Stand & Restroom Replacement Construction Project Land and Water Conservation Fund (LWCF) $19,579.89

Local 19,579.89

Total $39,159.78

McCreary County:

Stearns Downtown Revitalization Project

Economic Development Administration $2,000,000

Local Match 550,000

Abandoned Mine Lands 1,100,000

USDA-RDBG 100,000

Total $3,750,000

Marsh Creek to Hwy 92 Waterline Replacement Project

CDBG #18-030 $722,000

USDA-RD 722,710

Total $1,444,710

1-

Outdoor Venture Corporation – Equipment Purchase Project (150 jobs)

CDBG #18-064 $1,000,000

Abandoned Mine Lands (AML) 3,500,000

Company (PI) 1,250,000

Total $5,750,000

Industrial Authority Website & Brochure Development

USDA-RBDG $25,000

Total $25,000

Russell County:

Downtown Jamestown Waterline Replacement

CDBG #18-020 $500,000

DWSRF 500,000

Total $1,000,000

Taylor County:

Healing Place of Campbellsville

CDBG-Recovery Kentucky #19-003 $200,000

Total $200,000

Wayne County:

Monticello Sewer Extension – American Woodmark – West KY 90

Economic Development Administration $712,000

Local 178,000

Total $890,000

Regional:

Applications Prepared During FY 2019: (Indicated by *)

P = Pending F = Funded D = Denied

Adair County:

City of Columbia Farmers Market on the Square Renovation Project

Kentucky Agricultural Funds $239,340*

Adair County Agricultural Funds 10,000

Total $249,340

*Application Withdrawn

Casey County:

Liberty Police Cruiser Purchase Project

USDA-RD CF $47,200* F

City of Liberty 15,798

Total $62,998

Casey County Hospital Computed Tomography (CT) Project

ARC $276,704* P

Local 69,176

Total $345,880

Clinton County:

Duvall Valley Water Improvements

ARC $ 400,000

AML 2,000,000* P

AMD (Abandoned Mine Development) 75,000

City of Albany 100,000

Total $2,575,000

Clinton College and Career Equipment Purchase Project

ARC $292,360* P

Local In-Kind 800,000

Total $1,092,360

Cumberland County:

Jomel Seams Reasonable Expansion (25 jobs created, 50 retained, PI $300,000)

ARC $400,000* P

CDBG 500,000

EDA 450,000

Total $1,350,000

Cumberland County Sheriff Vehicle Purchase Project

USDA-RD CF $46,300* F

Cumberland Co. Fiscal Court 37,930

Total $84,230

Burkesville Wastewater Treatment Plant Improvements Project

CDBG $1,000,000* P

KIA-CWSRF 2,831,370

Total $3,831,370

Burkesville Fire Department Equipment Purchase

Assistance to Firefighters Grant (AFG) $33,424* P

Local 1,671

Total $35,095

Application submitted FY18. AFG just recently announced will be reviewing the two previous cycles of applica-

tions for award.

Green County:

Green County Spec Building Build-out Project (50 jobs created, PI $11.6 m)

CDBG $ 1,000,000* P

EDA 640,000

Company 11,600,000

Total $13,240,000

McCreary County:

Industrial Authority Website & Brochure Development

USDA-RBDG $25,000*F

Total $25,000

Industrial Park Marketing Project

ARC Flex-E-Grant $10,000* D

Local 2,500

Total $12,500

Outdoor Venture Corporation – Sewer Project (150 jobs created, PI $1.0 m)

EDA $1,779,760* P

ARC 444,940

Total $2,224,700

EDA pre-application approved. Full application invited. ARC pre-application in progress.

Outdoor Venture Corporation – Equipment Purchase Project (150 jobs)

CDBG #18-064 $1,000,000* F

AML 3,500,000* F

Company (PI) 1,250,000

Total $5,750,000

Marsh Creek to Hwy 92 Waterline Replacement Project

CDBG $722,000* F

USDA-RD 722,710

Total $1,444,710

Pulaski County:

Burnside 2019 Recreation Economy for Rural Communities* P

Lake Cumberland Health Department Farmers Market Improvements

USDA-RBDG $30,000* P

Total $30,000

Restoring PRIDE in Kentucky’s Appalachia Phase II (East Kentucky PRIDE)

ARC POWER $1,150,000* F

Local 287,500

Total $1,437,500

Burnside Combined Waterline Improvements Project

KIA DWSRF 2,227,000* F

Total $2,227,000

Russell County:

Russell County IDA Rebranding Project

ARC Flex-E-Grant $10,000* P

RCIDA 9,800

Total $19,800

Russell County Regional Agri-Business Training Center

ARC $ 350,000* P

CDBG 800,000

EDA 1,769,000

USDA-RBDG 100,000

Local 150,000

Total $3,169,000

Russell County Sheriff Vehicle Purchase Project (5 Vehicles)

USDA-CF $ 50,000* F

Local 110,376

Total $160,376

City of Jamestown Canine Police Vehicle Purchase Project

USDA-RD CF $40,500* F

Local 13,578

Total $54,078

Russell Springs Fire Department Pumper/Tanker Purchase

Assistance to Firefighter Grant (AFG) $278,572* P

Local 13,928

Total $292,500

Taylor County: Miller Park Playground Equipment Project

Land & Water Conservation Fund (LWCF) $ 60,933* P

City of Campbellsville 60,934 Total $121,867

Healing Place of Campbellsville

CDBG-Recovery Kentucky $200,000* F

Total $200,000

Wayne County: Monticello 2019 Recreation Economy for Rural Communities* P

Wayne County Natural Gas Feasibility and Industrial Park Site Selection Studies

USDA RBDG $50,000* P Wayne Co. Fiscal Court 5,000

Total $55,000

Monticello Residential Water Meter Replacement Project CDBG-PF Self-Help $250,000* P

Monticello Utility Commission 260,936

Total $510,936

Regional

WIN Learning: Essential Workplace Ethics Instruction

ARC Pre-application $396,400* P

17 School Systems 99,100

Total $495,500

Lake Cumberland Area Development District Workforce Project

Department of Labor (WORC – Workforce Opportunity for Rural Communities) $2,204,395* P

Total $2,204,395

Russell County Regional Mapping Truck Purchase Project

Area Development Funds (ADF) $20,296.26* F

Local 3,692.74

Total $ 23,989.00

Projects in the Planning Phase:

Greenhills Fire Hydrants

Breeding Fire Department Substations

Casey County Green River Hydrology Study

Casey County Ambulance – Heart Monitor Replacement

Casey County Sheriff Cruiser Purchase

Cumberland County – Nursing Home Improvements

Burkesville Police Cruiser Purchase

Albany Police Station Construction

Albany Water Treatment Plant Expansion and Improvements

Mountain View Park Improvements

Modoc Fire Department Project

City of Greensburg DWSRF Project

Green County Food Pantry and Rescue Squad Building Project

Summersville Sewer Improvements – Grinder to Gravity

McCreary County CWSRF Project McCreary County Heritage Foundation EPA Brownfield Clean-up Grant Pulaski County Soup Kitchen/Homeless Shelter

Pulaski County Mini Gatlinburg Development "Miracle Mile"

Somerset Natural Gas Line to New Locating Business Project – Phase II

City of Somerset DWSRF Project

Pulaski County Multi-Unit Senior Housing Project Eubank DWSRF Project

Jabez Fire Sub-station Russell County School System CTE Equipment Purchase

Jamestown Marina Area Sewer Project – SX21207013

Russell County Regional Mapping Truck Purchase Jomel Seams Reasonable Expansion in Russell County

Campbellsville Swimming Pool Repairs

Campbellsville Farmers Market Renovation

Campbellsville Fire Department Training Facility

Wayne County Courthouse 2nd Floor ADA Compliance

Wayne County Natural Gas Project Monticello Senior Center Wayne County Schools ATC Equipment Project

Regional: Business Expansion/Location

Projects Completed During FY 2018:

Projects Completed During FY 2019:

Casey County 911 Center – Repeaters Replacement Project

Liberty Wastewater Treatment Plant Upgrade & Improvements Project CDBG #15-017

SX21045002

Liberty Police Vehicle Purchase Project

Clinton County Sheriff Vehicle Purchase

Foothills Academy Welding Equipment Purchase

Rowena Boat Dock Infrastructure Project

Marrowbone Park Improvement Project

McCreary County Ambulance Chassis & Remount Purchase

Burkesville River Street Sidewalk Project

Healing Place of Campbellsville #18-006

Website for Lake Cumberland Area Development District

Website for Lake Area Foundation

E: REGIONAL RESILIANCY

HAZARD MITIGATION:

For decades, the typical approach to dealing with natural disasters was to react to them after they occurred. This generally resulted in the need for large amounts of state

and federal aid. In more recent years, the focus has shifted towards both lessening the

effects of disasters, and increasing a community’s resiliency and sustainability when disas-

ters occur.

The Lake Cumberland Hazard Mitigation Plan represents an exhaustive effort to

assess disaster potential, and to layout a framework for mitigating the effects of future

disasters. The plan also lays out a course of action for recovery and a framework for resili-

ency in the event of disaster. The full document can be found on the Lake Cumberland ADD

webpage at the following address:

http://lcadd.com/hazard-mitigation-plan

In addition to the Lake Cumberland Hazard Mitigation Plan, most units of local government,

public utilities, and public protection agencies have some form of emergency/disaster re-

covery plan in place.

Currently, not all local governments in the region participate in safety net pro-

grams such as the National Flood Insurance Program. This can prevent local businesses

and residents from obtaining affordable flood insurance, and render the community ineligi-

ble for some types of federal mitigation and recovery funding.

ECONOMIC RESILIENCY:

Economic shocks are often times more unexpected and more damaging to a com-

munity than most natural disasters. As was evidenced by the “Great Recession” of 2008,

jobs vanish, homes are lost, and lives are destroyed. In the past, the Lake Cumberland re-gion has been devastated not only by national recessions, but also by more localized indus-try collapses. While no community can truly be safeguarded from economic shocks, there

have been several changes in the Lake Cumberland area which, at least to a degree, help to

least to a degree, help to insulate the region from the worst economic shocks.

One such change has been the diversification of the economic base itself. In the

mid 1990’s, the region was devastated by the vast migration of textile manufacturers out of the country in pursuit of cheaper labor in Latin America. The region simply had too many

eggs in one basket, and the basket was dropped. In the past two decades, the region has

rebuilt with a more diverse cross section of industry, and focused on many smaller indus-

tries, and fewer large scale employers.

The Cumberlands Workforce Development Board currently works closely with local

business and industry to better understand their changing situation, and provide proactive

assistance in developing a workforce that meets current and future needs. The board also

utilizes Workforce Innovation and Opportunity Act (WIOA) funding to provide assistance and

retraining to dislocated workers in times of business closure or business migration.

Perhaps the most crucial element of economic resiliency is cooperation and coor-

dination between local entities across political and geographic borders. Through the Lake

Cumberland Area Development District, local governments, special districts, business and

industry, and private citizens are able to come together to discuss possible future threats,

and develop plans to address them before they occur.

SECTION V: ECONOMIC CLUSTERS

The strength and vitality of a region's economy can be measured by the diversity of its economic clusters. Economic clusters are groups of industries within a region that

either produce a similar product, or produce a complimentary or interdependent product. For example, this could be a group of candle makers, or it could be a candle maker, a wick

producer, and a wax producer.

In the first half of the 20th century, the Lake Cumberland economy was based pri-marily on agriculture, lumber, and mineral resource extraction. These industries remained

relatively strong until the 1960's and 1970's, when a mini industrial revolution swept the re-gion. The small farming operation has slowly declined in the area, becoming more a second-

ary income, as opposed to a sole source. Both mining and mineral extraction have decreased

to nearly non-existent. Of these early clusters, only wood extraction and production and

agriculture have remained relatively important.

The first major industrialized cluster to hit the Lake Cumberland region was the

textile boom of the 1970’s. Textiles were located in every county in the region, some providing thousands of low paying jobs. This cluster kept expanding until the early to mid 1990’s, when

NAFTA, and cheap foreign labor eradicated the industry within the region in just a few short years. Today, there is very little left of the industry, only vacant buildings, oversized water

plants, and a very bitter taste.

Today the region has begun to develop a more diverse economy, which enjoys several unique economic clusters. As stated above, wood production and agriculture are

still important parts of the Lake Cumberland Region. Both industries are present to some

degree in all 10 counties.

The tourism industry had been a rapidly growing industry over the past several decades. With the impoundment of Lake Cumberland in the 1950’s, as well as the construc-

tion of Dale Hollow Lake, and Green River Lake, the area has become a virtual magnet for tourists from throughout the state, as well as Ohio, Indiana, Illinois, and several other states.

Along with the lakes, the region also boasts Cumberland Falls, the Big South Fork Recreation

Area, and several smaller, yet vital attractions.

In step with the development of the tourism industry, a thriving houseboat industry emerged around the region. Several large-scale houseboat manufacturers were established,

most of which were home grown. Houseboat manufacturing is present in Pulaski, Wayne, Russell, and Clinton Counties, and produce products that are sold throughout the country, as

well as globally. However, the industry was nearly wiped out by the global recession in 2009. To adapt, many of these firms have retooled and are now using the same processes to create

single family manufactured housing.

The farm gate/product industry began as an offshoot of the wood industry. Farm gates we originally constructed of wood, and then moved to galvanized metal. The center of

this industry is in Casey County, with factories in Russell, Adair, and Pulaski Counties. The national success of these products has led to diversification in the industry, with several new

products being constructed for the agriculture industry.

The poultry product industry is a relative new-comer to the Lake Cumberland area.

The opening of Keystone in Clinton County during the mid 1990’s has led to a growing cluster of chicken related operations. Most of these tend to be chicken farms, but also include relat-

ed products, such as pens and feeders. While the center of this cluster is in Clinton County,

the industry has spread to nearby Adair, Wayne, and Cumberland Counties.

The automotive component industry has become a blossoming industry over the last

few years. While the Lake Cumberland region is not blessed with an auto manufacturer, the recent trend of foreign-based automobile companies producing vehicles in the southern Unit-

ed States has led to a spillover bonus for the region. Automotive components are made in

Russell, Taylor and Pulaski Counties, with new factories starting up on an annual basis.

It is clear from the above-mentioned clusters that the Lake Cumberland ADD has a much larger degree of economic diversity than it did 20 and 30 years ago. The region no

longer has its eggs in just one or two baskets. A downturn in one industry will no longer af-fect the region the way the loss of textiles did during the 1990’s. This seems to indicate a

stronger growth potential for the region over the next few decades.

SECTION V: ACTION PLAN

Goals, Objectives, and Strategies

GOAL 1. Promote the development of a strong, diverse, sustainable regional economy within the Lake

Cumberland ADD counties.

A. Increase the number of jobs in the manufacturing and service sector by 10%.

B. Reduce unemployment to within 0.1 percent of Kentucky levels by 2022.

C. Expand the promotion of Tourism throughout the region.

Recruit and support new business startups or expansions.

Development of new and upgrading of existing industrial parks with amenities needed by

modern industries.

Develop regional entrepreneurship training classes.

Expand funding of economic revolving loan funds in the region.

Develop a regional tourism campaign with both broad-based, and focused marketing.

Pursue Trailtown designations for local communities to enhance tourism.

Develop a regional brownfields assessment, and explore removal of abandoned sites.

GOAL 2. Promote the development of an educated, well-trained workforce that is better able to fill

better jobs, and achieve a higher standard of living.

A. Increase the number of persons with a high school education by 5% by 2018.

B. Provide educational opportunities for adults and students that maximize em-

ployment possibilities.

Work with local industry to develop apprenticeship opportunities.

Expand the availability of high-tech curriculum for a workforce of the

future.

Expand distance learning and satellite campuses throughout the region to

improve accessibility and expand offered programs..

Promote the “Leader In Me” program is local elementary schools.

Expand scholarship opportunities through charitable foundations.

Promote and assist with apprenticeship programs for both public and

private sector employers.

GOAL 3. Develop a seamless, well-maintained transportation network that meets the

needs of industry, tourism, and residents, without harming the region's natural character.

A. Encourage the development of a well-planned highway system with

connectivity within and outside the region.

B. Promote air transportation throughout the region.

C. Promote and expand public transportation throughout the region.

Better utilize the Regional Transportation Committee to determine and

promote the region’s most needed, cost efficient road improvements.

Explore the feasibility of expanded public transportation within the region.

Develop asset inventories of locally owned roadways and bridges to better

prioritize maintenance.

Promote airport enhancements and upgrades as needed.

Study the feasibility of a regional airport.

GOAL 4. Develop an infrastructural network that both meets the needs of residents and indus-

try, but which also protects the region's environment.

A. Ensure public water is made available to at least 95% of all residents by 2018.

B. Promote the expansion of sanitary sewer where possible, and reduce failing sep-

tic systems and straight pipes throughout the area.

C. Ensure that broadband internet service is available to all residents by 2018.

D. Provide gas services to industry and residents wherever practical.

E. Improve fire protection and public safety.

Support and develop projects which expand or enhance drinking water distribution

and wastewater treatment.

Develop asset inventories for local utilities to identify future needs and

enhance system maintenance.

Develop a local taskforce to examine broadband coverage and support broadband

expansions.

Examine feasibility of expanding natural gas service to unserved business and

residential customers.

Support upgrades to public safety facilities and equipment as needed (Fire, Police,

EMS)

Explore possibilities to improve existing cellular coverage in the area.

GOAL 5. Promote the development of a housing stock that is both safe and sanitary, and

that will improve the wellbeing of the region's residents.

A. Decrease the region's housing stock deemed substandard by 10% by the

year 2018.

B. Promote home ownership for low and moderate income residents.

Develop an inventory of current housing stock to determine area needs.

Explore the development of homeownership training classes.

Promote housing rehabilitation projects and blight removal.

Explore possibility of expanded low-income housing development.

Explore the feasibility of emergency and transitional housing for the

homeless.

GOAL 6. Promote the health and wellbeing of local citizens through equal and greater ac-

cess to health related services and educational opportunities.

A. Decrease the person to physician ratio by 5% by 2018.

B. Promote healthier lifestyles throughout the region.

C. Promote measures to protect the area’s environmental quality.

Promote wellness through walking and recreational trails.

Explore the feasibility and facilitate the development of local wellness centers.

Expand homecare and heath care services for veterans.

Promote local food through expanded accessibility to farmer’s markets.

Explore all avenues to expand and enhance local substance abuse treatment

facilities and programs to combat the growing opioid crisis.

Explore the feasibility of expanded local and regional medical facilities.

GOAL 7. Work to enhance the community through improvements to the current system of so-

cial services, community facilities, and livability standards.

A. Support and, where possible, expand the current Area Aging Services Pro-

gram.

B. Promote the development of senior centers throughout the region.

C. Improve community vitality with downtown revitalization and streetscaping.

D. Promote the development of community centers, cultural centers, and other facilities

throughout the region.

Support downtown revitalization and historic preservation.

Support improvements to local parks and recreation.

Explore new funding for senior centers and aging services.

Support local charitable endowments for sources of community development.

Explore funding for animal shelters and population control.

SECTION VII: EVALUATION

The Lake Cumberland ADD CEDS Committee will be responsible for performing evaluations on the per-

formance and success of the CEDS Planning document on both an annual basis, and at the end of the document's

five year duration. These reviews will be based on both the accomplishment of the actions outlined in the plan,

and the affect these accomplishments have on the economic and social health of the Lake Cumberland Region.

Annual reviews will be conducted around the third quarter of each fiscal year. Annual reviews will

focus primarily on the accomplishment of actions laid out in the CEDS document. In cases where CEDS projects

are not moving forward, the committee will examine ways in which the ADD can assist in getting the ball rolling.

To a smaller extent, several key socio-economic indicators will be reviewed and analyzed to determine the ex-

tent of which the actions laid out in the plan have affected the conditions of the region as a whole. These factors

will include, but not be limited to: income, unemployment levels, business expansion and startups, business clo-

sures, and public and private investment.

As presented in the attached GPRA Data Collection Form, ifteen projects listed in the FY-18 CEDS were

implemented over the past year. A total of $15,702,710.00 in public investment was utilized to finance the imple-

mentation of these projects. This amount was leveraged by $13,503,182.00 in private funds. This investment

led to the retention or creation of 200 jobs over the next year.

Examination of unemployment figures for the Lake Cumberland ADD shows that the unemployment rate

remained fairly constant over the past year, with a slight decrease. Individual counties saw slight variations,

with minor increases and decreases, but all remained fairly constant. Overall, the region continued to converge

with State of Kentucky as a whole, with an unemployment rate only 0.5% higher.

While there are some positive improvements to the regional economy, several negatives still persist to hold back growth. The shrinking job base and the decreasing civilian labor force participation rate must be reversed

in order to move the region into the future. The primary vision of the CEDS document is to remove these nega-

tives, and to nurture an environment that is conducive to job creation and economic expansion. Both the public and private sector must work in unison further the goals and strategies contained within the CEDS in order to

make this vision a reality.

Comprehensive Economic Development Strategy 2017-2022

Adopted 11-30-2017

Comprehensive Economic Development Strategy 2017-2022

Update 2019